Chapter 2

Question 1

why study theory

Answer 1

1. insight into past and present circumstances – understand the past to understand the present
2. guide to action
3. source of new ideas
4. clues to the meaning of managers decisons
   t. clues to meaning of outside events
5. path to achieve positive results

Question 2

classical viewpoint

Answer 2

finding was to manage work more efficiently, assumed people are rational

scientific and administrative

Question 3

scientific management

Answer 3

apply scientific study of work methods to impove productivity of individual workers

task oriented

taylor and gilbreths

con : too mechanistic
- time and motion studies
- job specialization

Question 4

taylor

Answer 4

evaluate task by studing each part of it

carefully select workers with right ability for tas

give workers training and stimulates to do task

motion studies

differential rate system

Question 5

motion studies

Answer 5

break down each workers job

Question 6

differential rate system

Answer 6

efficinet workers earn higher wages

Question 7

Gilbreths

Answer 7

helped eliminate unnecessary motions and reduce fatigue –> increase productivity

imporved workplace communication and management training

Question 8

administrative management

Answer 8

look at orgs productivity and efficiency as a whole

Spauding, Fayol, Weber

Question 9

charles spauding

Answer 9

fundamental necessities
1. need for authority
2. division of labor
3. adequete capital
4. proper budgeting

cooperation and teamwork = essenial for smooth org operations

need to enrich lives of org and community family while focusing on making a profit

Question 10

fayol

Answer 10

admin.

functions of management
plan
organize
lead
control
coordinate

Question 11

weber

Answer 11

rationality of bureucracy

bureaucracy : rational, efficient, ideal org based on principles of logic

1 define hierarchy of authority
2. detail clear division of labor (who does what)
3. document formal rules and procedures (expectations)

Question 12

behavioral viewpoint

Answer 12

understand human behavior and motivate employees towards achievement

early behaviorism
human relations
behavioral science

Question 13

early behaviorism

Answer 13

Put the human characteristic into workers and treat them as such

follette and mayo

munsterberg – hire the best fit people

Question 14

follett

Answer 14

power shawing among employees and managers- democracy
1. orgs are communities with managers and subordinates working toegher in harmony
2. conflicts should be resolved and come to a common agreement
3. work process should be under specialized workers not managers

Question 15

mayo

Answer 15

hawthrone effect : people work better when they receive attention and feel they are paid attention to and cared for

led to human relations

Question 16

human relations

Answer 16

better human relations could increase worker productivity

Maslow and McGregor

con : optimism was too simplistic for practical use

Question 17

maslow

Answer 17

hierarchy of needs (physiological, safety, love, esteem, self actualization)

employees want to be self actialozed and reach full potential

Question 18

mcgregor

Answer 18

Theory X vs Y
X = pessimistic abt workers
Y = optimistic abt workers

Question 19

behavioral science

Answer 19

scientific research to develop theories about human behavior to be used to provide practical tools for managers

draws from psychology, sociology, anthropology, and economics

foundation for organizational behavior

Question 20

quantitative viewpoints

Answer 20

operations and evidence based

applications of quantitative techniques (stats and comp simulations)

operational management
evidence based

Question 21

operational management

Answer 21

more effective production/delivery of g/s

• schedule and delegate work and job training
• • plan production to meet consumer needs
• choose optimal levels of product inventory to keep costs down
• supply chain : process of creating product from start to finish with design and delivery to customer

Question 22

evidence based management

Answer 22

translating principles based on best evidence into organizational practice– bring rationality into decision process

Question 23

systems viewpoint

Answer 23

org = set of interrelated parts that work together to reach goal

closed and open systems

if managers dont understand how system comes together with its seperate parts –> no effective solutions

Question 24

closed system

Answer 24

little interaction with env. focus on orgs inner work

classical and quantitative view of orgs

Question 25

open system

Answer 25

continually interacts with env

Question 26

parts of a system

Answer 26

input (people money, mats, equipment)
transfermational process (manage and tech to convert inputs to outputs)
output (G/S, profits, losses, employee satisfaction)
feedback (reaction of env to outputs which affects inputs)

Question 27

complexity theory

Answer 27

complex systems = networks of many interdependent parts that interact with each other

Question 28

contingency viewpoint

Answer 28

managers approach should vary according to individual and env situation
–> take poeple and env into account to determine best manegerial approach
–> practical bc addresses problems case by case (multiple answers = not efficient)

Question 29

contemporary appraoches

Answer 29

learning org
high performance work practices
shared value and sus dev.

Question 30

learning org

Answer 30

actively create, acquire, and transfer knowledge within itself to modify its behavior to reflect new knowledge

Question 31

high performance work practices

Answer 31

build employees skills, knowledge, and abilities, improve motivation and affort oppto make important work related decisions and take responsibility for work outcomes

extension of behavioral and systems
Pfeffer and Collins

ability – get schooling
motivation – how you do it (give it 100% mindset)
opportunity – climb the latter

Question 32

pfeffer and collins

Answer 32

contemporary

employees = orgs most important asset. managers should focus on attracting, developing and motivating best talent

Question 33

shared value and susy=tainable dev

Answer 33

contemporary

going anove and beyond profits

focus on env & social costs of doing bus > short term profit
focus on meeting needs of present with leaving enough for the next gen